the adpative strategy framework
TRANSCRIPT
BSS Nexus Global © 2016
The Adaptive Strategy Framework
Global Launch EventMay 25, 2016
We help leaders share intent, for their people to solve holistic messes, while
networked teams proceed through uncertainty
https://www.brighttalk.com/channel/13643/the-agility-series
BSS Nexus Global © 2016
• The Adaptive Strategy Framework and associated material is copyright BSSNexus Global Inc
• But….it will be given away free!
• So its free to use…but you need to acknowledge where it came from
• Also would ask that rather than share your copy, please send new people to our website to download it when we make it available through our learning portal at www.mplaza.ca
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About Me
Mentor White papers:Implications of Agile Thinking on…
Lead Author Author
• 25+ years of agile thinking – OO has Agile flavours• B.Sc. Computer Science, M.A. Public Administration• Author of 30+ courses on Agile, Project Management, ITIL• Top download on Forbes.com for ITIL/PM whitepaper (2007)• Lead author on book endorsed by a co-author of the Agile Manifesto (Dr. Alistair Cockburn)• 25+ industry certifications (Agile, Project Management, ITIL, ISO)• The Agility Series author/blogger and webinar host at www.ProjectManagement.com (PMI) and at
BrightTalk.com (https://www.brighttalk.com/mybrighttalk/channel/13643/home)• Reached #1 Agile Practices Influencer status on www.ProjectManagement.com
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Learning Agility
Nan-in, a Japanese master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen.
Nan-in served tea. He poured his visitor's cup full, and then kept on pouring. The professor watched the overflow until he no longer could restrain himself.
"It is overfull. No more will go in!“
"Like this cup," Nan-in said, "you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"
Experience can be an encumbrance to learning
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Why do organizations exist?Value creation!
If you create value then…
Customers/Clients Money
etc. will follow!
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http://content.time.com/time/interactive/0,31813,2048601,00.html
“The Singularity is Near” The year man becomes immortal
1977Commodore PET“Personal Electronic Translator”$795
2014Samsung Gear S$349
1974 Started University 1958
Born
Change is exp
onential
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Overnight updates versus…
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VUCAComplexity
Multiple key decision factors
VolatilityRate of change
AmbiguityLack of clarity about
meaning of an event
UncertaintyUnclear about
the present
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No more Discrete Problems…
Organizations have less control and more change than ever
Traditional models don’t apply to new problems
Customers & markets changing at increasing rate
Innovation requires independent thought & action
Tolerate ambiguity
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New Reality• Collective intelligence is valued over individual
knowledge
• Hierarchies are intrinsically ineffective for required speed of decision-making
• Can’t use past to predict future
• Our Windows are shrinking
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Windows….no not that one
http://fromthetower.thig.com/your-window-of-opportunity/
http://konfrazzzled.com/ways-to-improve-your-balance-and-stability/“an opportunity to do something that will only last for a short time and needs to be taken advantage of quickly”
Collins On-line Dictionary
You need to be able to balance your strategic choices about what you should do with how much you should do
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Window of Stability
While windows of opportunity are contextual
Windows of stability are now universally short
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On the Edge of Chaos and Disorder
Known Knowns
Known UnknownsUnknown Unknowns RiskHoly Crap!
Planned
Maybe we should do that….Or unknown aspects of the messes?
15
“The edge of Chaos and Disorder”
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Our world is full of holistic messes
Holistic messes are sets of inter-related problems – i.e. a system of problems
Even simple problems are mini-messes
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Problem or mess?• You want to transform your entire organization to agile
(business lines, HR, Finance, Marketing, IT, etc.)
• Questions to ask?: How will this affect compensation and benefits? How will this affect “managers”? How will it affect how you do procurement? How will it affect your partners? Do your people need to learn new skills? Do you need to change your processes? Will it affect any internal policies? Will it affect your organizational structure?
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Problem or mess?• Switch out a bunch of old systems with a new single
system of record that must use Service Oriented Architecture to interoperate with your partners
• Questions to ask?: Will you still operate the same way? Do your people need to learn new skills? Do you need to change your processes? Does it affect any internal policies? Does it affect your organizational structure? Does it affect your facilities?
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These kinds of problems have traditionally been approached as discrete problems and often as single projects
They are NOT discrete problems and they most certainly are NOT single projects
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What kind of mindset do we need to better understand and solve holistic messes?
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• We can’t know everything up front• The result we get can and will be
affected by how we approach the messes
• We need to use empiricism to determine how to react to what we discover along the way – i.e. we need to let the facts guide needed refinements to both our understanding of what the messes actually are as well as our actions towards solving them
Fixed MindsetApproach to managing
uncertainty
Reducing uncertainty by “pretending to know everything up front”Looking to cast in stone and confirmthings before starting
Growth MindsetApproach to managing
uncertainty
Reducing uncertainty by experimenting and trying Looking to inspect and adapt to what weuncover as we go about solving a Problem – concept of “emergence”
Uncertainty is the New Reality
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Become Agile Thinkers• Embrace minimally viable products, processes, and
documentation• Include any practice that supports agility whether at the team,
portfolio, department or organizational levels as well as across organizational boundaries
• Blend different aspects of different practices as needed • See any practice that supports agility as potentially being an agile
one• Recognize that agile practices are always evolving and new ones
are always emerging• Recognize that practices, even agile ones, may need to be adapted
to context and teams are best suited to making practice adaptations or innovations to suit their context
• Recognize individual competency is a contribution to value creation rather than as a role defined by job descriptions and governed by hierarchies
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Agile Thinking relies on…• Adapting our methods, practices, techniques, etc.
to the context of our particular messes• Iterative and incremental delivery of strategic
change• People…as being more important than any
process
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Networked Leadership
Strategic Iteration Growth mindset Intrinsic
motivators
Embrace ambiguity
Simple rules
Self-directing/ Self-organizing
Adapt to context SerendipityInnovative and
disruptive thinking
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Adaptive Strategy• Definition:
A strategy whose goals and objectives are continually refined throughout the execution phase through the emergent understanding of Networked Teams based on their observations, on measurement, and on customer feedback
• Adaptive strategy helps us have a vision of the whole while refining our shared understanding of both the parts and the whole while executing Strategic Change
• The strategic goals themselves are also continuously refined both during and after each Strategic Change
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Value versus Values• Value is what a client/customer perceives as
something that provides them with some utility. Value is in the eyes of the client/customer – it is a
Simon Sinek suggests, perception
• Values are statements intended to represent the beliefs, attitudes and behaviours of a person, or group of persons
• Organizations often craft values statements to represent the collective values they want to hold
• It is these values that they expect to use to guide their decision-making to deliver value to customers
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Capabilities
• Organizations are a mix of capabilities that coalesce around their mission and vision, guided by their values and principles, to meet the needs of their clients/customers
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Paradoxical BalanceMission and
Vision & Values and Principles
Client/Customer
Needs
Tension
Compromise?
Disrupt?
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Solving holistic messes requires
holistic approachesas well as
Networked Leadershipand
Networked Teams using
Adaptive Strategy
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Adaptive Strategy Framework• A tour guide for strategic excellence in creating
value based on iterative and incremental execution of Strategic Change to realize an organization’s vision and strategies to meet client/customer needs
• Encourages emergent thinking across Networked Teams and enables strategic adaptability through continuous refinement of an organization’s capabilities
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As: Networked Teams
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Contact Info@cooperlk99
https://ca.linkedin.com/in/lawrencekcooper
[email protected]; www.BSSNexus.com
+1 (613) 868-0982
https://www.brighttalk.com/channel/13643/the-agility-series